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Home Slider Third-Party Risk Management: A Critical Component for
Financial-Services Firms
Technology
THIRD-PARTY RISK MANAGEMENT: A CRITICAL COMPONENT FOR FINANCIAL-SERVICES FIRMS
by internationalbanker March 5, 2024
March 5, 2024
18
By Richard Cooper, Global Head of Financial Service Go-To-Market, Fusion Risk
Management
In the past few years, financial-services firms have had to navigate a series of
unprecedented challenges. From geopolitical turmoil to cyberattacks and bank
failures, these crises have not only impacted the firms themselves but also
profoundly affected their third parties and suppliers.
Financial-services firms’ increasing reliance on third parties to perform
critical operations is a trend with significant implications. This reliance has
been a double-edged sword. On one hand, it has spurred rapid innovation and
digitization within the sector. Conversely, it has opened these firms to a
spectrum of new risks. Regulatory bodies, recognizing the critical nature of
these developments, have responded with proactive measures.
DORA: Paving the way for digital risk mitigation
Numerous recently enacted regulations require financial-services firms to be
operationally resilient. A prime example of this regulatory response in the
European Union (EU) is the Digital Operational Resilience Act (DORA). Slated for
implementation in January 2025, DORA represents a concerted effort to unify and
enhance information and communications technology (ICT) risk requirements. Its
objective is to establish a uniform standard for mitigating the risks associated
with digital operations. DORA covers a broad range of financial institutions,
underscoring the necessity for these firms to be well prepared to handle all
ICT-related disruptions and threats.
Furthermore, DORA introduces a comprehensive oversight framework targeting
critical third-party providers, such as cloud-service providers. This aspect of
the regulation is particularly significant as it extends the scope of regulatory
vigilance beyond financial institutions to include the vital third parties on
which they depend. This requirement underscores the important role that third
parties play in helping the financial sector achieve operational resilience. It
reflects an understanding that the security and stability of financial-services
firms are inextricably linked to the reliability and resiliency of their third
parties.
Focusing solely on a firm’s internal risk management is no longer adequate.
Expanding this focus to encompass the entire supply chain is urgent, ensuring
operational resilience through comprehensive third-party risk management (TPRM).
Adapting to an evolving risk landscape
In today’s evolving and complex risk environment, a reactive approach to risk
management is no longer sufficient. Continuous monitoring of risk landscapes and
third parties’ performances is crucial. It’s insufficient to rely solely on
due-diligence questionnaires completed during vendor onboarding.
Governance structures, technologies and third parties’ resilience are
continually evolving. Information that was accurate six months ago may no longer
be valid, underscoring the need for ongoing monitoring processes. Risk teams
should establish key risk indicators for continuous surveillance, including
vendor-performance metrics, security vulnerabilities and compliance postures.
Collaborations between third parties and a firm’s risk-management, IT
(information technology) and procurement teams are also vital to ensure active
engagements throughout the continuous monitoring process and inform a proactive
risk-management approach.
Strengthening resilience with a comprehensive TPRM strategy
In a recent report by the Ponemon Institute and CyberGRX titled “The Cost of
Third-Party Cybersecurity Risk Management,” the authors highlighted that, on
average, an organization has 5,800 vendors. An effective TPRM program offers a
panoramic view of the firm’s entire supply chain, delineating the role of each
third party in delivering essential services. By thoroughly mapping this
ecosystem, firms can link critical vendor offerings to the services they deliver
to their customers. This allows them to identify potential weaknesses and
vulnerabilities through which disruptions could harm core operations. TPRM
enables firms to move from a reactive approach, scrambling to manage crises as
they arise, to a proactive approach with well-established plans and procedures,
allowing for agility and responsiveness in times of crisis.
Beyond mere risk mitigation, a strategic approach to TPRM can provide a
significant competitive advantage. Firms adept at proactive risk management are
better equipped to handle future uncertainties while maintaining their
customers’ and crucial stakeholders’ trust. TPRM is a foundational pillar of a
holistic business-continuity and operational-resilience strategy and is vital
for ensuring long-term organizational success.
By transferring services to a third party, financial-services firms are not also
transferring the risks to the third party. The reality is that no firm is immune
to the impacts of third-party risks. Events ranging from the MOVEit cyberattack
to escalating geopolitical tensions and the global pandemic have underscored
firms’ vulnerability to external shocks. An integrated risk-management approach
is essential, tying TPRM into broader operational-resilience and
business-continuity frameworks. This alignment breaks down functional silos
across different risk-management teams, providing a comprehensive and unified
understanding of risks across the extended enterprise. It is also imperative to
align internal understandings with external threat-intelligence data services
that indicate potential risks, such as financial viability, IT-security breaches
and geopolitical issues in areas from which the third party delivers services.
In this complex global financial-market ecosystem, achieving this type of
integration requires establishing clear communication channels and fostering a
culture of risk awareness at each of the firm’s levels. Solutions that aggregate
critical risk information from diverse teams, such as cyber-risk and TPRM teams
alongside external-threat intelligence data services, ensure a holistic view of
the firm’s risk posture. An effective integrated strategy demands well-defined
strategic objectives, risk-scoring criteria and continuous monitoring to provide
a common risk language across all teams. Standard reporting and escalation
practices are also crucial for timely risk remediation. Training and capacity
building are equally essential to ensure that staff across various functions can
consistently and proactively address and manage potential risks.
Leveraging AI in TPRM
Agility and adaptability have become paramount considerations in TPRM strategies
in an era during which disruptions are a matter of when, not if. Real-time data
and flexible protocols are essential for a firm’s TPRM approach to be effective.
The rapid evolution of artificial intelligence (AI) and machine learning (ML)
tools is transforming risk management, offering predictive-analytics
capabilities and the ability to simulate potential future scenarios. This type
of proactive preparation not only equips firms with the resources to respond
effectively to third-party disruptions but also demonstrates to key stakeholders
their preparedness and commitment to continued success.
AI is revolutionizing firms’ agility by automating time-intensive tasks and
identifying potential areas of concern. Algorithms can sift through vast amounts
of data, including contracts, financial statements, regulatory filings and
public information, to identify third-party risks quickly. Real-time analyses
enable firms to detect risks within their supply chains rapidly, prioritize them
and implement remediation strategies for critical vulnerabilities. The
risk-management team can concentrate on high-level decision-making and analysis
by automating these processes, freeing time from manual tasks and allowing
deep-dive reviews of highlighted probable issues. Additionally, AI can detect
patterns and anomalies, aiding teams in identifying emerging threats and
reducing response times.
Embracing TPRM for a stronger financial future
Effective risk management is about identifying risks and setting clear pathways
for their remediation. This begins with securing the necessary executive buy-in
and allocating resources for an integrated risk-management program that
permeates the firm through process implementation and technology adoption. Firms
must systematically assess risks, adopt relevant technologies and establish
communication protocols with third parties for continuous monitoring. Developing
a robust TPRM program is not a one-time initiative but an ongoing strategy that
must evolve with the firm, its vendors and the ever-changing risk landscape.
Today, TPRM is not just about maintaining a competitive edge; it has become a
critical component of regulatory compliance. TPRM should be a central element of
strategic operations, consistently reinforced by organizational leadership and
embraced by employees at every level.
One-time due diligence is inadequate in today’s rapidly changing environment.
Customers and stakeholders increasingly seek assurances of strength and
resilience from their financial-services providers. A single, unexpected
disruption can have severe economic and reputational repercussions.
Consequently, the imperative for integrated TPRM has never been greater. With a
continuous approach to third-party risk monitoring while leveraging real-time
data, firms can ensure compliance, sustain growth and maintain resilience amidst
the ever-evolving threat landscape.
ABOUT THE AUTHOR
Richard Cooper spearheads Fusion’s business strategy for the global financial
market, fostering trusted top-level relationships within the financial-services
sector. His expertise lies in delivering thought leadership, market intelligence
and best-practice insights, guiding firms through innovation and transformation.
Back To Top
Banking InnovationDigital Operational Resilience Act (DORA)Digital Risk
MitigationDigitizationEuropean Union (EU)Fusion Risk ManagementRichard
CooperRisk ManagementTechnologyThird Party Risk Management (TPRM)
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THE AML WHISTLEBLOWER PROGRAM: A NEW ERA FOR…
March 7, 2024
Banking
WHY ASSET AND LIABILITY MANAGEMENT SHOULD BE THE…
March 6, 2024
Banking
THE COMMERCIAL REAL ESTATE-SMALL BANK NEXUS
March 5, 2024
Banking
NEW YEAR, NEW CHALLENGES: AN INTERVIEW WITH MS….
February 29, 2024
Banking
ECONOMIC OUTLOOK FOR 2024: TOWARDS RECOVERY OR A…
February 28, 2024
* FINANCE
* Finance
IT’S ONE YEAR UNTIL DORA, BUT FINANCIAL SERVICES…
March 7, 2024
Finance
APPROACHING PRE-PANDEMIC ACTIVITY LEVELS, THE GLOBAL TRAVEL INDUSTRY…
March 6, 2024
Finance
THE 2024 US CONSTRUCTION OUTLOOK: TORRID OR TEPID?
March 4, 2024
Finance
RISKS TO GOVERNMENT DEBT SUSTAINABILITY
February 28, 2024
Finance
CHINA CONTINUES EXPANDING ITS GLOBAL DOMINANCE IN SOLAR…
February 14, 2024
* BROKERAGE
* Brokerage
COULD VALUE STOCKS FINALLY OUTPERFORM GROWTH STOCKS IN…
March 1, 2024
Brokerage
A SIMPLE FRAMEWORK FOR MULTI-LEVEL INVESTMENT DECISIONS
February 29, 2024
Brokerage
TECH SECTOR’S BULLISH 2024 OUTLOOK, LED BY GENERATIVE…
January 23, 2024
Brokerage
CAN GOLD PRICES SCALE EVEN GREATER HEIGHTS IN…
January 19, 2024
Brokerage
FIVE IMPORTANT INVESTMENT THEMES FOR 2024
January 17, 2024
* COMPANIES
* Companies
NEW YEAR, NEW CHALLENGES: AN INTERVIEW WITH MS….
February 29, 2024
Companies
BANCO DE BRASÍLIA: EMPOWERING CUSTOMERS WHILE EMBRACING COLLABORATION
February 27, 2024
Companies
INTERVIEW WITH MR. DOWLAT PARBHU, CHIEF EXECUTIVE OFFICER,…
February 26, 2024
Companies
MASHREQ BANK: DISRUPTING THE STATUS QUO THROUGH INNOVATION
December 7, 2023
Companies
INTERVIEW WITH MR. MOHAMED EL GHAZI, CHIEF EXECUTIVE…
November 28, 2023
* TECHNOLOGY
* Technology
THIRD-PARTY RISK MANAGEMENT: A CRITICAL COMPONENT FOR FINANCIAL-SERVICES…
March 5, 2024
Technology
GENERATIVE AI AND FINANCIAL-SERVICES COMPLIANCE: HOW SMART AUTOMATION…
March 4, 2024
Technology
TRANSFORMING DATA MANAGEMENT TO MEET REGULATORY COMPLIANCE UNLOCKS…
February 26, 2024
Technology
FROM BLACK BOX TO OPEN PLAYBOOK: BRINGING TRANSPARENCY…
February 20, 2024
Technology
EXPLOSIVE BNPL GROWTH PROMPTS CALLS FOR GREATER REGULATORY…
February 19, 2024
* NEWS
* News
DOES THE DPP’S ELECTION VICTORY STRENGTHEN THE PROSPECT…
January 29, 2024
News
A SERIES OF COUPS EXPEDITE WANING FRENCH INFLUENCE…
October 30, 2023
News
CAN THE IMPENDING ELECTION CHANGE THE GLOOMY ECONOMIC…
October 18, 2023
News
WHY ATTEMPTS TO DIVERT FROZEN RUSSIAN ASSETS COULD…
September 7, 2023
News
THE COUNTERBALANCING SIGNIFICANCE OF THE SHANGHAI COOPERATION ORGANISATION
November 11, 2022
* LIFE ARTS & TRAVEL
* Life Arts & Travel
PARIS 2024 SUMMER OLYMPICS: STILL AN INVESTMENT OPPORTUNITY…
March 1, 2024
Life Arts & Travel
THE SMALL BUT SPARKLING TOURIST GEM OF THE…
January 26, 2024
Life Arts & Travel
MIAMI BEACH: WHERE THE MAGIC NUMBERS ADD UP…
January 12, 2024
Life Arts & Travel
LUXURY GOLF RESORT COMMUNITIES MUST PLAY TO THE…
November 16, 2023
Life Arts & Travel
MAJESTIC MASTERS OF THE ROAD: GRAND TOURER SPORTS…
September 22, 2023
* MEDIA
* Media
INTERVIEW WITH MR. GILES EDWARDS, SENIOR DIRECTOR, S&P…
June 14, 2023
Media
INTERVIEW WITH MR. SELMAN BICACO URRUTIA, HEAD OF…
June 14, 2023
Media
INTERVIEW WITH MR. JOHAN THIJS, CHIEF EXECUTIVE OFFICER,…
March 13, 2023
Media
INTERVIEW WITH MR. PATRICIO DIEZ DE BONILLA, CHIEF…
March 6, 2023
Media
INTERVIEW WITH MR. OLUKAYODE PITAN, CHIEF EXECUTIVE OFFICER…
January 27, 2023
* AWARDS
* AWARDS
THE INTERNATIONAL BANKER 2024 NORTH & SOUTH AMERICAN…
February 26, 2024
AWARDS
THE INTERNATIONAL BANKER 2023 WESTERN & EASTERN EUROPEAN…
November 27, 2023
AWARDS
THE INTERNATIONAL BANKER 2023 ASIA & AUSTRALASIA AWARDS…
August 28, 2023
AWARDS
THE INTERNATIONAL BANKER 2023 MIDDLE EAST & AFRICA…
May 29, 2023
AWARDS
THE INTERNATIONAL BANKER 2023 NORTH & SOUTH AMERICAN…
February 27, 2023
FURTHER READINGX
THE AML WHISTLEBLOWER PROGRAM: A NEW...
March 7, 2024
IT’S ONE YEAR UNTIL DORA, BUT...
March 7, 2024
APPROACHING PRE-PANDEMIC ACTIVITY LEVELS, THE GLOBAL...
March 6, 2024
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